Culture and excellent leaders: case of indigenous and non-indigenous Indonesian leaders
This study aimed to analyze the influence of cultural values and ethnic backgrounds on the construct of leadership excellence between indigenous and non-indigenous leaders in Indonesia. The respondents were 212 leaders of government and private organizations in Malang Area (city of Malang, Malang Re...
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| Autores principales: | , |
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| Formato: | article |
| Lenguaje: | EN |
| Publicado: |
Elsevier
2021
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| Materias: | |
| Acceso en línea: | https://doaj.org/article/23ea851494c648bdad3f4b614962ae52 |
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| Sumario: | This study aimed to analyze the influence of cultural values and ethnic backgrounds on the construct of leadership excellence between indigenous and non-indigenous leaders in Indonesia. The respondents were 212 leaders of government and private organizations in Malang Area (city of Malang, Malang Regency and city of Batu). GSCA analysis was used to test structural models that were not recursive. Confirmatory Factor Analysis was utilized to examine the factor structure of the Excellent Leader scale used. The scale includes Organizational Demand, Personal Qualities, Managerial Behavior and Environmental Influence, while the t-test was used to analyze whether ethnic factors moderated the four dimensions of excellent leader. The results showed that all dimensions of the scale were related to the construction of leadership excellence. The important result of this research was that the cultural values inherent in indigenous and non-Indigenous leaders greatly influenced their leadership behaviors that formed their construct of excellence in leadership. However, ethnicity was not a variable that moderated the leadership excellence dimension between indigenous and non-indigenous leaders. |
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